A national sports events organisation was facing increasing financial pressure as rising overhead costs and declining consumer spending put strain on revenue forecasts. Leadership recognised that early action was needed to prevent costs outpacing income and to create a more sustainable platform for future growth.
The organisation had experienced significant change in recent years, including rounds of cost reduction and operating model adjustments. As a result, many employees had become fatigued by change and sceptical about whether transformation efforts would deliver meaningful results.
At the same time, the business was operating through siloed teams with overlapping responsibilities and limited collaboration. Leaders often focused on optimising their own areas rather than driving enterprise-wide outcomes, while there was no consistent view of who the customer was or how best to meet their needs. We were engaged to redesign the operating model, improve organisational effectiveness and identify material in-year cost savings.
